Strategy Design Teams

Organizational overview and responsibility of design teams

In response to Phase I research compiled during summer 2010, the Strategic Planning Steering Committee proposed updates to UC Davis Health System’s mission, vision and values.

In addition, the committee identified planning goals and created four Strategy Design Teams to define strategies and tactics to address the goals. The members identified for the design teams are cross representative of the health system and its four mission areas of research, education, patient care and community engagement.

InstitutionalCapacity

Design Teams: Purpose, questions and rosters

The design teams are charged with a number of questions specific to their areas, as well as the following questions common to all teams:

How do we change to address the reforms needed to design the optimal health-care delivery system in the United States?

What should be our differentiating factors?

How do we create and demonstrate value (to society and stakeholders)?

Who do we partner with? How do we interact with partners?

How do we leverage innovation and technology efficiently and effectively?

Below are the teams and their specific responsibilities.

Models of Health Care

Purpose and focus:

The Models of Health Care Design Team is charged with designing tomorrow’s person-focused and responsive health-care delivery system. As part of its charge, the team will address the following questions (along with the questions common to all teams):

How do we become both person-centered and population-centered?

What should health care delivered at UC Davis look like in 10 years? How do we design the continuum of care?

What is the role of research in developing new models of care?

How can we effectively disseminate new models we develop to impact care delivery beyond our system?

How will we achieve access, quality and cost-effectiveness?

How should we respond to consumer-driven health care and an environment where individuals assume more personal responsibility for their health?

How do we use evidence-based approaches and research to optimize care delivery and demonstrate value?

What should we stop doing? What is obsolete?

How can we contribute to improving the health of the community?

Co-Chairs

Estella GeraghtyAssistant Professor, Division of General Medicine

Vincent JohnsonChief Operating Officer, Medical Center

Members

Thomas BalsbaughAssociate Professor and Residency Program Director,Department of Family and Community Medicine

Liaison

Staff

Discovery and Dissemination

Purpose and focus:

The Discovery and Dissemination Design Team is charged with increasing the scope, volume and impact of the health system’s research. As part of their charge, the team will address the following questions (along with the questions common to all teams):

How can we contribute to improving the health of the community?

What should be our research agenda for the future and how do we build capacity to get there?

How do we ensure that we are doing high-impact programmatic research?

How do we create a vibrant, learning culture (e.g., willingness to take risks, rapid-cycle innovation, etc.)?

How do we optimize the continuum of basic-science, translational, clinical and outcomes research?

How can we become leaders in discovery and dissemination?

How do we foster large-scale team science and interdisciplinary projects?

How do we ensure discoveries are translated into practice, or to the community, and vice versa?

How can we foster iincreased collaboration with the Davis campus?

Co-Chairs

Peter CalaProfessor and Chair,Department of Physiology and Membrane Biology

Mark ServisAssociate Dean, Curriculum and Competency Development,School of MedicineProfessor and Vice Chair of Education,Department of Psychiatry and Behavioral Sciences

Robert WasteAssistant Director, Government and Community Relations, Health System

Liaison

Staff

Ann Madden RiceChief Executive Officer, Medical Center

Zephyr GoldAnalyst, School of Medicine

Workforce Development

Purpose and focus:

The Workforce Development Design Team is charged with recruiting, retaining, and cultivating a diverse and inquisitive workforce of faculty, staff and leadership, and with preparing the next generation of clinicians, health-care workers, researchers and educators. As part of its charge, the team will address the following questions (along with the questions common to all teams):

How do we support for our own workforce needs as well as the workforce needs of the community?

How do we attract and retain the best and brightest faculty staff, students and trainees?

How do we support and recruit diversity in our workforce and our student body?

How do we recognize outstanding performance and how do we maintain a competitive reward structure?

How do we encourage and support an inquisitive, creative culture to address all missions?

How do we support lifelong learning?

How do we effectively build and reward disciplinary excellence and interdisciplinary collaboration?

How do we create an optimal learning and educational environment?

How do we tailor educational, staffing and leadership approaches to meet the needs of different generations?

Liaison

Staff

Institutional Capacity

Purpose and focus:

The Institutional Capacity Design Team is charged with building a collaborative, team-oriented and empowered organization with enhanced visibility at all levels. As part of its charge, the team will address the following questions (along with the questions common to all teams):

What steps need to be taken to foster a more team-oriented, empowering environment at UC Davis Health System? What does empowerment mean?

How do we improve the health system's image locally, regionally, nationally and globally?

How do we bolster financial sustainability now and in the future?

What processes should be used to identify new and sustainable financial resources?

How do we improve efficiency and effectiveness?

What should be done to increase philanthropic funding?

What partners should we cultivate to obtain sustainable resources?

How can we ensure strong relationships with the Davis campus?

What activities are performed centrally at the Davis campus that can be done at the Sacramento campus? What activities that are done at the Sacramento campus that should be done on the Davis campus?

What improvements to facilities, infrastructure and administrative systems are required to support our mission?

How do we identify institutional capacity requirements to support operations over a five- to 10-year time period?